There is an increasing trend within the business world to incorporate technology — especially AI-enabled — that can provide a competitive edge and sustain the efficient running of operations without the complexities of large workforces.
However, such endeavors are often embroiled in controversy as the allure of embracing technology without conducting due-diligence on its optimal use, fuels distrust, discontent and divisiveness among employees. Such an impact is significantly felt in a highly cohesive corporate culture firmly bound by shared values that affirms a strong psychological contract and in a strongly unionized environment predisposed to viewing any management claims of progress with suspicion.
Additionally, the sobering reality of the shrinking number of jobs that can productively and profitably use human talent is increasing workplace insecurity and incentivizing “career cannibalization” of peers by ambitious professionals. This is leading in some cases to a “survival of the fittest” attitude within the workplace.
On the other hand, the prospect of running out of ideas or options to overcome critical issues is not a daunting challenge where here is a vibrant culture of innovation at all levels of the organization. Consequently, it is imperative that prudent measures must be taken with respect to the acquisition of any “needed” technology. The following simple equation can be used as an guiding principle for such an initiative:
The equation is facilitated by a series of questions in the form of a checklist. How these are answered will assist in arriving at a comprehensive assessment for procuring the technology to fulfill relevant goals/objectives. Download the checklist here. It’s in WORD format.
Article Continues Below
ERE Media Survey: Is Talent Acquisition Influential?
ERE is conducting a survey to answer those questions. It takes only 5 minutes but the results will make a world of difference.
The path to accomplishing extraordinary/unexpected feats in terms of organizational success is generally paved by the mile markers of how well ordinary and expected things are being done, e.g., transparency and streamlining of business processes, minimal employee absenteeism, low attrition rates, timely corrective/preventive actions, etc.
After precluding all other viable alternatives and scenarios of internal innovative capability to effectively manage without such technology, the results of the questions in the checklist should be meticulously analyzed to determine if the technology on offer is the one that is the one that is actually needed. Proactive Prudence will always prevail over Reactive Regret when making such decisions.